1. Coaching and Mentoring Yu Fu Email: yu.fu@heig-vd.ch

2. Organisational Behaviour 2
Learning objectives
Recognise the differences between coaching and mentoring
Explore the benefits of coaching and mentoring in organisations
Link coaching and mentoring to sustainability of performance improvement
Organisational Behaviour 2

3. Organisational Behaviour 2
Coach
A coach is trying to direct a person to an end result; the person may choose how to get there, but the coach is strategically assessing and monitoring the progress and giving advice for effectiveness and efficiency.
Organisational Behaviour 2

4. Organisational Behaviour 2
Coaching
It targets high performance and improvement at work and usually focuses on specific skills and goals. The goals are typically set with or at the suggestion of the coach.
The process typically lasts for a relatively short period.
Organisational Behaviour 2

5. Organisational Behaviour 2
Mentor
A mentor facilitates career development and psycho-social development by providing a vehicle for accomplishing the development task.
The mentor can give advice but the protégé is free to pick and choose what she or he does. The context does not have specific performance objectives.
Organisational Behaviour 2

6. Organisational Behaviour 2
Mentoring
It relates primarily to the identification and nurturing of potential for the whole person. It can be a long-term relationship where the goals may change but are always set by the learner.
Organisational Behaviour 2

7. organisation / fresher Organisational Behaviour 2
Mentoring
Protégé
Career
Success
Junior member of
organisation / fresher
Mentor
shares values
& career counselling
Satisfaction
An effective mentoring relationship is a learning opportunity for both parties
Organisational Behaviour 2

8. Organisational Behaviour 2
Coach or mentor?
Organisational Behaviour 2

9. Organisational Behaviour 2
Coach or mentor?
Organisational Behaviour 2

10. Organisational Behaviour 2
Activity 1
In small groups:
Please list the differences between coaching and mentoring.
Organisational Behaviour 2

11. Differences between Coaching & Mentoring
Coaching is about results.
The focus is on the role and skills needed.
Facilitates learning of the individual towards an end result.
Mentoring is relationship based.
The focus is on the person and their career.
Facilitates individual growth.
Organisational Behaviour 2

12. Differences between Mentor and Coach
Goal Oriented
Encourages learning
Provides feedback and suggestions
Builds a positive environment
Mentor
Usually a more senior person
Assists with career guidance
Role model, guide
Often uses coaching skills
Organisational Behaviour 2

13. Differences between Coaching & Mentoring
Goals
To correct, gets/suggests goal for the learner
To support and guide, work with leaner’s own goal
Key skills
Give feedback on observed performance
Helping learner to discover their own wisdom
Initiative
The coach
The mentee
Focus
Immediate situation, task and performance
Long-term, building capacity
Flow of learning
One-way
Two-way
Roles
Heavy on telling
Heavy on listening
Organisational Behaviour 2

14. Coaching and mentoring
Coaching Mentoring
Goal commitment Relationship commitment
Performance now Future performance
Organisational’s needs Individual’s needs
Organisational Behaviour 2

15. Organisational Behaviour 2

16. Coaching and mentoring
TRADITIONAL
COACHING
SPONSORSHIP
MENTORING
EXECUTIVE/ DEVELOPMENTAL
DEVELOPMENTAL MENTORING
Influence
(Directive)
(Non-directive)
Performance
Career and personal development
Organisational Behaviour 2
© Clutterbuck Associates

17. Sponsorship and developmental mentoring
Always senior to junior
Power important than relationship
Loyalty expected from junior partner
Involve active promotion and intervention by sponsor
Developmental
Experience gap more important than hierarchy gap
Power is ‘parked’
Friendship and mutual supportiveness evolve
Mentor helps mentee do things for self
Organisational Behaviour 2

18. Organisational Behaviour 2
Key roles of mentor
Organisational Behaviour 2

19. Organisational Behaviour 2
Key roles of mentor
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20. Organisational Behaviour 2
Benefits of mentoring
New insurance agents with mentors:
Sell 20% more than those without
Are 13.5% more likely to survive the first year
Professional workers with mentors earn between $5610 and $22,450 more than those who don’t
Organisational Behaviour 2

21. Benefits of mentoring: retention
With mentor
Without mentor
Employees plan to change jobs within 12 months
16%
35%
Cost of losing/replacing a typical employee
$50,000
Organisational Behaviour 2

22. The most effective activities for developing managers
In a study of 524 managers from 54 service organisations and 56 manufacturing companies, the three most beneficial activities for development were:
Clarity of roles, goals and expectations
On-going performance measurement, feedback and coaching
Mentoring from more senior managers
Organisational Behaviour 2

23. Organisational Behaviour 2
GROW Model of coaching
Goals - agree on coaching aims
Reality - what resources are available – both internally and externally, address real issues
Options - identify and evaluate approaches available
Wrap up – identify steps to reach goals with action plan
Organisational Behaviour 2

24. Organisational Behaviour 2
Coaching Involves:
Focus on learning from improving the results of the job
Approach - explore performance problem together, set up opportunities to try out new skills; adopt a model
Ownership - shared
Outcomes - goal directed, creative; initiative coachee behaviour
Organisational Behaviour 2

25. Coaching – six behavioural success factors:
Role-modelling
Trustworthiness
Mutual respect
Communication
Experience
Praise
Organisational Behaviour 2

26. Mentoring - Three stage process
Exploration
Enabling a new understanding to be reached
Action planning
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27. Organisational Behaviour 2

28. Organisational Behaviour 2